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The Mercenary thinks only of their own benefit, operating on the principle of "I do this job and receive a certain amount for it"; practically no force can keep them at work after the business day ends. A Mercenary will not replace a sick employee or take on additional responsibilities—because that would be necessary for the firm, not for themselves. Such a worker does not think about self-improvement—it is enough for them that they are paid money for the work; how well they do it is unimportant, and they will not spend additional time on training.
Such a worker will gladly leave for another company if offered more favorable terms. They view work as a necessity for survival—nothing more. They are not interested in teamwork, as there is a risk of having to take on part of someone else's work. In most cases, Creation is foreign to the Mercenary—they prefer to perform their duties according to a clearly established scheme without spending additional effort and time. But this does not mean they are an irresponsible or unskilled employee—they are simply not used to straining themselves or doing extra tasks.
Besides these two types of employees, several other common typical personas can be identified.
The Romantic. This is an altruistic employee who is ready to shoulder an overwhelming burden of duties if they find them interesting. Such employees are simply indispensable during a company's formative period because, infected by the general idea, the Romantic is ready to move mountains. Often, they remain at one enterprise for their entire life, even if competitors repeatedly offer them more favorable terms. The only reason for resigning of their own volition might be an unhealthy atmosphere in the collective, toxic competition, gossip, and intrigue. In a friendly collective, the Romantic fits in easily and often becomes the initiator and active organizer of internal corporate events. They work excellently in a team, possessing the ability to find common ground with practically everyone. To make this employee work with maximum efficiency, one should use a democratic management style, not pressure them, and praise them for excellent work. Their main goal is not to earn as much money as possible, but to achieve recognition and respect, establish friendly relationships in the collective, and derive pleasure from their work.
The Professional. A Professional usually demands a lot from those around them, but meets these requirements themselves. They will be unable to work in a team where even one employee has a low level of qualification. In general, a Professional prefers to work alone, being fully responsible for themselves and realizing their potential. They love clear instructions—where the manager knows and can explain what they want from the worker—but at the same time, they are ready to show initiative and perform the work better than expected. A Professional prefers high qualification of colleagues over friendly relationships—let them be limited to greetings and purely professional communication, as long as they are working in a professional collective. They work not so much for pleasure, but for climbing the career ladder and satisfying their own vanity and sense of importance. They work excellently when all conditions are present and when they feel that the company needs them.
A Professional needs to be respected by managers, subordinates, and colleagues alike. Respected primarily for professionalism and purposefulness. Such a worker loves competition; it stimulates them to reach new heights. However, if they begin to feel that a competitor is far ahead of them, they may fall into depression, which will immediately affect the quality of work and skill level.
The Innovator. In their work, an Innovator strives first and foremost to express themselves, demonstrate their abilities, and propose something new and useful. During stages of re-equipment and technical modernization, such employees reveal themselves as true professionals. They are always ready for change, for everything new, and are ready to acquire additional knowledge and implement it in practice. An Innovator is ready to take responsibility for their actions, even if their initiative proves not as effective as assumed. For good productivity, they constantly need change and movement; however, under conditions of routine, their capacity for work noticeably decreases. When taking on a new project, the Innovator strives to bring something of their own into it, proposing new ways to solve problems. Work for them is a springboard for self-realization, which they need more than a substantial sum in a bank account. They are ready to work in a company that pays less but gives them the opportunity to realize all their ideas. They work for a result—specifically, a successful result.
The Provider. A Provider cares more about the salary level than convenient and comfortable working conditions. This can be either a permanent state of the employee or temporary—for example, financial difficulties in the family force them to seek work not for the soul, but for the wallet. For substantial remuneration, they are ready to take on the most difficult work, but will not take on additional duties unless promised payment. This type of worker resembles the "Mercenary," however, a Provider may think not only of their own benefit but also of the company's benefit if their earnings directly depend on its prosperity. One subtype of this kind of worker is the Family Man, who works exclusively to provide for his family. He will not agree to overtime or work on a weekend even if offered small compensation—the sum capable of making him perform such an act must be very impressive. A Family Man is more interested in the salary amount and social package than working conditions and career growth prospects. He will gladly undergo additional training, but only if the enterprise fully compensates all expenses.
The Job-Hopper. This type of employee is characterized by a substantial employment record book listing many workplaces where the worker did not stay longer than a couple of years. They often resign of their own volition if something does not suit them and are not afraid to look for a new job. They are used to interviews and treat them as an ordinary occurrence rather than a nervous moment. They may change professions several times and continue searching for something new. The pursuit of new impressions is important to them, which often causes professionalism to suffer. They have no incentive to stay long in a new place, and they consider career growth a boring and useless endeavor. Practically nothing can keep such a worker in a company—promise them mountains of gold, but if they become bored or realize they cannot handle the duties, they will set out to find a new job without a second thought. They have no time for Creation, nor the desire to prove themselves: regardless, they perceive every workplace as temporary, meaning there is no need to build a track record or earn the respect and favor of management and colleagues. They often cannot find common ground with colleagues and consider routine work too boring. At the slightest dissatisfaction, they run from problems by submitting a resignation letter. Even if management, tired of such an employee's unreliability, tries to fire them—in most cases, the "Job-Hopper" beats the manager to it and manages to resign "of their own volition."
The Owner. Good managers can be made from this category of workers, provided they are interested in the common cause rather than obsessed with the idea of personal gain and enrichment. An Owner perceives any task as their own and internalizes the company's problems, but at the same time is inclined to consider the collective's achievements as their own. But if they see a goal, they will do everything possible and give it their all to achieve it. Such a person needs power—they feel uncomfortable in a subordinate position where they are constantly monitored and given clear instructions. They need to be sure that they are significant to the company and that much depends on them; in such a case, they are ready to undergo additional training, improve, and move forward, achieving new heights for themselves and the company. They will gladly agree to become a co-founder of an enterprise, but one should beware of "false owners" for whom the desire for personal enrichment comes first.
The Passenger. They perceive any job as a temporary phenomenon and are ready to change it at any time if a more favorable offer comes along. They do not establish friendly relationships in the collective, as they are also sure that this is temporary and not worth spending time and energy on. They treat their duties accordingly: if they won't be here tomorrow, there is no point in straining themselves or working for future prospects. Work for them is a means of obtaining money for what they currently need. Even if they expected more from the vacancy, as long as there is no alternative, they are ready to agree even to less favorable terms.
Such a worker will gladly leave for another company if offered more favorable terms. They view work as a necessity for survival—nothing more. They are not interested in teamwork, as there is a risk of having to take on part of someone else's work. In most cases, Creation is foreign to the Mercenary—they prefer to perform their duties according to a clearly established scheme without spending additional effort and time. But this does not mean they are an irresponsible or unskilled employee—they are simply not used to straining themselves or doing extra tasks.
Besides these two types of employees, several other common typical personas can be identified.
The Romantic. This is an altruistic employee who is ready to shoulder an overwhelming burden of duties if they find them interesting. Such employees are simply indispensable during a company's formative period because, infected by the general idea, the Romantic is ready to move mountains. Often, they remain at one enterprise for their entire life, even if competitors repeatedly offer them more favorable terms. The only reason for resigning of their own volition might be an unhealthy atmosphere in the collective, toxic competition, gossip, and intrigue. In a friendly collective, the Romantic fits in easily and often becomes the initiator and active organizer of internal corporate events. They work excellently in a team, possessing the ability to find common ground with practically everyone. To make this employee work with maximum efficiency, one should use a democratic management style, not pressure them, and praise them for excellent work. Their main goal is not to earn as much money as possible, but to achieve recognition and respect, establish friendly relationships in the collective, and derive pleasure from their work.
The Professional. A Professional usually demands a lot from those around them, but meets these requirements themselves. They will be unable to work in a team where even one employee has a low level of qualification. In general, a Professional prefers to work alone, being fully responsible for themselves and realizing their potential. They love clear instructions—where the manager knows and can explain what they want from the worker—but at the same time, they are ready to show initiative and perform the work better than expected. A Professional prefers high qualification of colleagues over friendly relationships—let them be limited to greetings and purely professional communication, as long as they are working in a professional collective. They work not so much for pleasure, but for climbing the career ladder and satisfying their own vanity and sense of importance. They work excellently when all conditions are present and when they feel that the company needs them.
A Professional needs to be respected by managers, subordinates, and colleagues alike. Respected primarily for professionalism and purposefulness. Such a worker loves competition; it stimulates them to reach new heights. However, if they begin to feel that a competitor is far ahead of them, they may fall into depression, which will immediately affect the quality of work and skill level.
The Innovator. In their work, an Innovator strives first and foremost to express themselves, demonstrate their abilities, and propose something new and useful. During stages of re-equipment and technical modernization, such employees reveal themselves as true professionals. They are always ready for change, for everything new, and are ready to acquire additional knowledge and implement it in practice. An Innovator is ready to take responsibility for their actions, even if their initiative proves not as effective as assumed. For good productivity, they constantly need change and movement; however, under conditions of routine, their capacity for work noticeably decreases. When taking on a new project, the Innovator strives to bring something of their own into it, proposing new ways to solve problems. Work for them is a springboard for self-realization, which they need more than a substantial sum in a bank account. They are ready to work in a company that pays less but gives them the opportunity to realize all their ideas. They work for a result—specifically, a successful result.
The Provider. A Provider cares more about the salary level than convenient and comfortable working conditions. This can be either a permanent state of the employee or temporary—for example, financial difficulties in the family force them to seek work not for the soul, but for the wallet. For substantial remuneration, they are ready to take on the most difficult work, but will not take on additional duties unless promised payment. This type of worker resembles the "Mercenary," however, a Provider may think not only of their own benefit but also of the company's benefit if their earnings directly depend on its prosperity. One subtype of this kind of worker is the Family Man, who works exclusively to provide for his family. He will not agree to overtime or work on a weekend even if offered small compensation—the sum capable of making him perform such an act must be very impressive. A Family Man is more interested in the salary amount and social package than working conditions and career growth prospects. He will gladly undergo additional training, but only if the enterprise fully compensates all expenses.
The Job-Hopper. This type of employee is characterized by a substantial employment record book listing many workplaces where the worker did not stay longer than a couple of years. They often resign of their own volition if something does not suit them and are not afraid to look for a new job. They are used to interviews and treat them as an ordinary occurrence rather than a nervous moment. They may change professions several times and continue searching for something new. The pursuit of new impressions is important to them, which often causes professionalism to suffer. They have no incentive to stay long in a new place, and they consider career growth a boring and useless endeavor. Practically nothing can keep such a worker in a company—promise them mountains of gold, but if they become bored or realize they cannot handle the duties, they will set out to find a new job without a second thought. They have no time for Creation, nor the desire to prove themselves: regardless, they perceive every workplace as temporary, meaning there is no need to build a track record or earn the respect and favor of management and colleagues. They often cannot find common ground with colleagues and consider routine work too boring. At the slightest dissatisfaction, they run from problems by submitting a resignation letter. Even if management, tired of such an employee's unreliability, tries to fire them—in most cases, the "Job-Hopper" beats the manager to it and manages to resign "of their own volition."
The Owner. Good managers can be made from this category of workers, provided they are interested in the common cause rather than obsessed with the idea of personal gain and enrichment. An Owner perceives any task as their own and internalizes the company's problems, but at the same time is inclined to consider the collective's achievements as their own. But if they see a goal, they will do everything possible and give it their all to achieve it. Such a person needs power—they feel uncomfortable in a subordinate position where they are constantly monitored and given clear instructions. They need to be sure that they are significant to the company and that much depends on them; in such a case, they are ready to undergo additional training, improve, and move forward, achieving new heights for themselves and the company. They will gladly agree to become a co-founder of an enterprise, but one should beware of "false owners" for whom the desire for personal enrichment comes first.
The Passenger. They perceive any job as a temporary phenomenon and are ready to change it at any time if a more favorable offer comes along. They do not establish friendly relationships in the collective, as they are also sure that this is temporary and not worth spending time and energy on. They treat their duties accordingly: if they won't be here tomorrow, there is no point in straining themselves or working for future prospects. Work for them is a means of obtaining money for what they currently need. Even if they expected more from the vacancy, as long as there is no alternative, they are ready to agree even to less favorable terms.
